Welcome to the Lounge

The Lounge is rated Safe For Work. If you're about to post something inappropriate for a shared office environment, then don't post it. No ads, no abuse, and no programming questions. Trolling, (political, climate, religious or whatever) will result in your account being removed.

Hi Paul, my Wookie died about 18 months ago, same scenario wouldn't charge etc..., I now own a Surface Pro 4, I7 , 256gb SSD,16gb Ram - a brilliant piece of kit, all the fanboys want the latest Surface Pro 6 so Pro 4's ( just as good in my opinion ) are going for ~ £700 which should include the type case and the pen. I wouldn't pay £2000 but can accept £700.

I just ordered an ex-demo Surface Pro 3 with the keyboard / cover thing for £220: 128/4 GB, Win10 Pro which should be fine wfor what I do with it.

I may just dismantle the Wookietab since I can't sell it (if I can't reset-to-factory it, I'd have to change every password on every system I use just in case). If I dismantle it, I can put a drill through the eMMC memory to be on the safe side if I can't see anything immediately obvious. Or I can't get it back together afterwards ...

Unfortunately, the batteries, speakers, and what look likes an earth wire are soldered direct to the one-and-only PCB, so I can't even stick the display up on FleaBay as I'd be relying on someone else's soldering abilities to say the LCD and digitiser work. And FleaBay always seems to side with the purchaser so I'm very likely to end up out of pocket if they solder it in with a brazing torch and burn through the PCB ...

Surprised now neat it all was in there though - all the flexi connectors were even wax sealed down after assembly. Pity the digitiser one wasn't fitted even close to straight, but it worked fine! Might explain why some areas always needed a "harder press" than others though.

Transformation
The transition from non-Agile to Agile is a transition in values. The values of Agile development include risk-taking, rapid-feedback, intense, high-bandwidth communication between people that ignores barriers and command structures. They also focus on moving in straight and direct lines rather than mapping out and negotiating the landscape. These values are diametrically opposed to the values of large organizations who have invested heavily in middle-management structures that value safety, consistency, command-and-control, and plan execution.

Is it possible to transform such an organization to Agile? Frankly, this is not something I have had a lot of success with, nor have I seen much success from others. I have seen plenty of effort and money expended, but I have not seen many organizations that truly make the transition. The value structures are just too different for the middle-management layer to accept.

The very ideas and values that Agile proposes are often quashed immediately -- but silently.
Thus, Agile never actually exists in those organizations, but only some false facsimile.
This creates the immediate formation of another group of people known as the I_TOLD_YOU_SOs.

Your thoughts are valid. Another thing that happens in the transformation is the following:
The team-based approach where the team decides how to add value in agile may not get traction, if the organization has not ever done agile and that the team will continue to prioritize the procedures in place. With lack of out-of-box thinking, the ideas and values of the Agile processes won't get priority at least in the medium term thus making the transformation process often slow.

Great post and I agree with you. I think this is also why Small Teams more often succeed with Agile.
Of course, there is a bit of a paradox too because small steams often default to an Agile-type of working process.

The reason Agile will never work - stake holders are never available to discuss the progress until it's too late to change anything before deployment.

".45 ACP - because shooting twice is just silly" - JSOP, 2010-----You can never have too much ammo - unless you're swimming, or on fire. - JSOP, 2010-----When you pry the gun from my cold dead hands, be careful - the barrel will be very hot. - JSOP, 2013

The reason Agile will never work - stake holders are never available to discuss the progress until it's too late to change anything before deployment.

You are so right. It is interesting that the people who are going to take delivery of the software are so disinterested in discussing what it will actually do and how they actually want it to do it.
Are we devs that boring?
Yes!

And, oh yes, I should've also said: They are disinterested because they will never use the thing -- or at least don't think they'll have to use it. If you were going to be forced to actually use the thing you'd get involved and have heavy opinions about how it would look and work.

However, when they are finally forced to use the software (because there is no alternative) they will finally use it and complain about the way every feature works.

They are disinterested because they will never use the thing -- or at least don't think they'll have to use it. If you were going to be forced to actually use the thing you'd get involved and have heavy opinions about how it would look and work.

How are they going to use it? Most of the times the ones "approving" don't even have a clue about what is going to be approved.

raddevus wrote:

Are we devs that boring?
Yes!

No... we only speak a language that most decision makers or money responsible just don't understand

raddevus wrote:

However, when they are finally forced to use the software (because there is no alternative) they will finally use it and complain about the way every feature works.

And don't forget about the icons / colors of the GUI

M.D.V.

If something has a solution... Why do we have to worry about?. If it has no solution... For what reason do we have to worry about?
Help me to understand what I'm saying, and I'll explain it better to you
Rating helpful answers is nice, but saying thanks can be even nicer.